British Antarctic Survey Action Plan

Transcription

1 The objectives and actions outlined below reflect the themes and issues identified by our Self Assessment Team (SAT). We have set targets, which are challenging yet realistic, given our starting point, the changing context within BAS and our workforce plan constraints. The SAT will keep the Action Plan live by monitoring progress and making adjustments based on further data analysis. Our aim will be renewal of the Bronze award in 2018 with the intention of aiming for a Silver award in the future. The data collected by different departments and groups will feed through the SAT to address the actions. The following abbreviations have been used throughout the plan: BET BAS Executive Team DTP Doctoral Training Partnership ECU Equality Challenge Unit FTA Fixed Term Appointment HESA - Higher Education Statistical Agency IMP Individual Merit Promotion L&D Learning and Development Team OEA Open Ended Appointment ReDS Research and Development Support Team SMT Senior Management Team She Gender indicators for Research and Innovation STEM Science Technology Engineering Mathematics WiS BAS Women in Science WISE Women in Science and Engineering 1

2 Ref Objective Status at April 2015 Action planned and timescale Responsibility Success measure Self-Assessment and sharing good practices A1 Promoting Athena SWAN activities, reviewing progress and achieving good practice. Athena SWAN is a regular agenda item for the BAS executive team (BET). Updates are shared at the Directors quarterly staff briefings, the Staff Forum and WiS group meetings. Poster campaign raising awareness of Athena SWAN initiatives by Dec Dedicated Athena SWAN page on the BAS website by March Presentation of Athena SWAN findings to all staff Sept Athena SWAN initiatives (e.g. career talks and panel discussions) 2 events per year from April 2015 Self-assessment team (SAT) Self-assessment team BAS Director/ Women in Science group (WiS) Awareness among staff about Athena SWAN and its benefits. More engagement and increased participation at Equality & Diversity events. Higher positive response to relevant questions in staff survey. A2 A3 Ensure ongoing engagement and support of BAS Executive Team (BET) and Senior Management Team (SMT) for Athena SWAN. Gather staff feedback, about what makes them happy at work and what hinders their development and success, with a particular focus on Several initiatives and events to address issues highlighted by staff have already taken place driven and supported by members of BET and SMT (e.g. career talks, workshops on leaderships, innovation and learning. Issue identified for action at SAT meetings. Continue to discuss Athena SWAN actions and initiatives at BET bimonthly meetings - ongoing. Undertake a biennial staff satisfaction survey from May Director of Innovation and Impact Athena SWAN, and specific SAT actions to appear in BET minutes Staff Forum Results fed back to all staff within 2 months of completion July More engagement and transparency about issues that affect work satisfaction and career 2

3 Ref Objective Status at April 2015 Action planned and timescale Responsibility Success measure women in science development. A4 Produce an accurate breakdown of BAS staff demographics to identify trends, in particular those about gender distribution and areas for improvement Issue identified for action at SAT meetings. Production of E&D annual report from March 2016 Human Resources (HR) More awareness among staff sharing protected characteristics about protected groups. Increased participation at E&D events. Higher positive response to relevant questions in staff survey. A5 A6 Maintain SAT enthusiasm and motivation to promote knowledge sharing and higher staff engagement in Athena SWAN activities. Provide ongoing support to staff while working away from Cambridge HQ, especially female scientists. Issue identified for action at SAT meetings. Regular visits to staff on ship and stations undertaken by members of SMT, L&D staff and HR to enhance communication, roll out training and gather feedback. Review and refresh membership annually - from Dec Continue to provide developmental sessions to staff on field work at the beginning of the summer season - Oct-Nov annually. Continue to arrange biennial visits to ships and stations to build closer links with staff away and listen to their feedback. SAT At least one SAT member is replaced each year. New ideas and initiatives generated to promote Athena SWAN and drive staff engagement Learning and Development Team (L&D) SMT More engagement from staff with L&D activities. More frequent interactions between Cambridge HQ and staff on bases and ships. Higher positive response to relevant questions in staff survey. 3

4 Student and staff data analysis B1 Increase number of women taking up confirmed Post Graduate Research (PGR) studentships Issue identified for action at SAT meetings. To review the PGR interview process to ensure there are no limiting factors specifically for female applicants by April To continue to advertise PGR studentship through BAS website, DTPs websites, recruitment fairs and outreach activities in secondary schools - ongoing Student Office Reach and maintain a gender balance in PGR studentships B2 Improve recruitment data gathering process for PGRs in order to establish trends in number of female applicants Internal database set up to record past recruitment panels reports and destination data. Work with DTPs to track recruitment data for students and identify influencing factors of current gender distribution annually. Student Office Mechanism in place for PGR recruitment data capturing and sharing to improve data gathering and reporting process. Timely and accurate data available to identify trends and evidence of impact that will be used for annual reporting purposes. 4

5 B3 Accurate recording and collection of staff data, in particular leavers data, with a focus on females. Recruitment data is recorded centrally and stored for five years. Modifications and corrections to be made to the current HR database to aid efficient and accurate collection of data by Jan HR Mechanism in place to capture staff leavers data, especially women. B4 B5 Improve use of comparative benchmarking data with a focus on women in science. Improve understanding of the drivers behind the current gender distribution across science programmes to achieve better gender balance BAS data benchmarked against Higher Education Statistical Agency (HESA), She and NERC figures. Initial contacts made with Australian Antarctic Division and Antarctic New Zealand. Equality Challenge Unit (ECU) benchmarking data accessed for reference. Issue identified for action at SAT meetings. Develop a more robust mechanism to capture leavers data and review effectiveness of data gathering process - by Dec Assessment of particular issues affecting women and produce an action plan to resolve them April 2017 Identify additional comparator organisations against which we can benchmark staff data by Dec Update benchmarking data from these organisations annually thereafter. Ensure that data is of suitable quality to allow for further analysis relevant to WiS and AS Identify and take positive actions (e.g. target adverts to underrepresented groups, to address gender underrepresentation in specific areas and roles at the recruitment stage by Dec 2015 SAT HR/ Recruitment Team Timely and accurate data available to identify trends and evidence of impact that will be use for annual reporting purposes. Action plan developed and issues addressed and solved. Comparable and relevant staff data compiled and kept up-to-date from organisations similar to BAS. Improved gender balance at application and short listing stage. Higher percentage of female scientists across all science programmes. 5

6 going forward. Key career transition C1 Increase promotion opportunities for female staff through the internal vacancy process All vacancies are currently advertised both internally and externally to ensure that the best candidates are selected through an open competitive process. Continue to monitor the current process - ongoing. Provide guidance and support to help female staff build their confidence in preparation for the application/recruitment process by Jan 2016 Recruitment Team Director of Science and HR Higher number of female staff applying for internal positions Feedback from staff and mentors about staff feeling more confident and positive about applying for a senior role. C2 Identify ways to support female scientists through the IMP route. Coaching and support is already offered to staff applying for promotion though IMP route Develop a gender inclusive strategy to support (and encourage) female staff though IMP route by Sept 2017 Review discussions to be arranged to identify potential for progression. Personal Development plans to be developed to support application process and provide mentoring to female staff - by Sept 2017 BAS Director and Director of Science Area Science Leader and Director of Science Gender-inclusive strategy developed to support IMP Higher number of applications submitted through IMP route by female scientists Feedback from staff and mentors about Improved confidence 6

7 C3 Increase female membership on merit promotion panel throughout NERC Potential panellists are currently selected for their professional experience. Training is offered, including unconscious bias awareness. Work with NERC to review current selection process to increase female representation on the panels by Dec 2017 BAS Director More female staff on NERC merit promotion panels C4 Improve the Merit Promotion experience for female staff Support and guidance is provided with application and mock interviews Open Information sessions are now arranged quarterly to give staff the opportunity to approach panel members and ask questions about process, selection process and expectations. Continue to provide opportunities for staff to find out about the process, share experience and receive support and guidance ongoing Rotate the day of the week that the information sessions occur on to increase chances of part time female staff, with caring responsibilities, being able to attend one of them Continue to monitor stats to identify trends and address potential issues on going To discuss development plan, including applications for Merit promotion at appraisal meetings One-to-one coaching sessions offered to female staff identified as potential applicants by March 2017 HR/ Staff Forum/Women in Science (WiS) HR HR Science Leaders Higher number of applications submitted by female staff Higher success rate for female staff 7

8 C5 Review effectiveness of informative sessions on Two open sessions, one for staff in Science administration Continue to arrange open sessions for STEM staff and seek feedback from staff, L&D Annual workshops run on the Merit Promotion process. Merit Promotion process, especially for women and the other for staff in IT and Data Management already run in particular women quarterly Feedback gathered from staff, especially women, will measure better understanding of the process and more positive attitude towards it. C6 Develop science line managers management and leadership skills to ensure they can effectively manage and support staff, especially women. Training sessions on leadership skills already run for key staff in Operations and Science To develop a biennial induction programme for science staff with line management responsibilities to help them strengthen people and management and leadership skills and set clear expectations about roles and responsibilities- by summer 2016 L&D Training programme for line managers developed and running C7 C8 Improve grant writing skills and support for staff, especially females. Provide training to manager on recruitment and selection to raise awareness about Workshops already run and positive feedback received Group and one-to-one training sessions are already offered To continue to run quarterly workshops to provide guidance and support To set up ad-hoc sessions when required Review current training session and feedback to evaluate effectiveness and relevance by April Research Development Support Team (ReDS) L&D Workshops are arranged and well attended. Ad-hoc support is offered when required Staff consistently give feedback saying they feel more confident about writing grant proposals Equal success rates for both genders Training session revised if necessary, and feedback from staff showing their confidence has increased as a result 8

9 unconscious bias and discrimination C9 Diversify advertising routes to attract more female applicants Vacancies are currently advertised on social media, websites across all other NERC centres, universities and agencies as appropriate, in the magazines of the Diversity Group, Smaart Publishing and Living with Disability. Advertise STEM vacancies on WISE website by April 2016 Assess the effectiveness of each advertising route by collecting statistics during the recruitment process by April 2017 Recruitment team All BAS STEM vacancies advertised on WISE website. More interest in BAS vacancies from female in STEM C10 C11 Increase female representation on recruitment panels Make clear reference to positive action and family friendly policies in adverts 80% of current panels have female representation An Equal Opportunity statement is already present in each advert. Increase % of female representation on recruitment panels by April 2017 Continue to ensure that BAS recruitment panels have at least one female member. Review adverts to include positive recruitment statement - to improve gender balance Check Athena Swan chart member logo, link to family friendly policies and flexible working arrangements is present by March 2016 Recruitment team Recruitment team Recruitment undertaken by mixed gender recruitment panels wherever possible. All adverts including E&D statement, member logo and link to flexible working policies Pictures of both genders on adverts 9

10 C12 Raise awareness among staff about E&D and On- line E&D module already rolled out. Quarterly reminder to staff about E&D module to be completed Higher number of completed E&D sessions Unconscious bias. starting in Aug 2015 L&D Recorded attendance for Run E&D drop in awareness sessions twice a year Unconscious Bias Awareness session. To gather data re completion rate for E&D module March 2016 Develop a training plan to provide all BAS staff with Unconscious Bias Awareness session as per timetable Senior Management Team by March Members of Merit promotion panels by Dec BAS Recruitment managers by March 2017.All other staff by March C13 C14 Evaluate effectiveness of career development discussions Increase number of mentors among staff, especially women. Mentoring scheme in place Arrange focus groups with staff who have taken part in career development discussions for feedback on the effectiveness of process by March 2016 Work with Director of Science and Science Leaders to develop a strategy to raise awareness about the benefits of mentoring less experienced staff and increase numbers of male and female role models across site - by Summer 2016 SAT/Staff Forum Staff feedback has been provided via focus groups. HR report on effectiveness of career development discussion and any recommendations for future change. HR/ Strategy developed. Director of Yearly articles in the BAS Science and Newsletter about the benefits of Science Leaders being a mentee and mentor. Higher number of female mentors 10

11 C15 Evaluate effectiveness of L&D/Staff BAS Mentoring scheme. Forum Gather feedback from staff who have participated in the scheme by Summer 2016 Staff member feedback discussed and minuted in Staff Forum meetings. Any suggestions for improvements passed to HR. C16 Make effective use of coaching practices to help staff, especially women strengthen their interpersonal skills One-to-one coaching offered to staff, when required Review effectiveness of current coaching practices by surveying staff who have benefitted from this support- Oct 2017 Staff Forum Review undertaken of staff who have benefitted from coaching. Any suggestions passed to HR. C17 Provide ongoing support on leadership courses Additional places on NERC leadership courses already secured for BAS staff Continue to support additional places for BAS staff on the NERC Women and Leadership Scheme L&D Additional places for BAS Staff secured year on year on the Women and Leadership Scheme. C18 Evaluate take up of learning and development activities by female scientists. Mechanism already in place through the appraisal process and regular to staff form L&D to capture science staff interest and attendance Continue to monitor attendance to training and learning activities and produce end of year report by March 2016 L&D Annual report of L&D activities by staff. Any issues passed to HR. Career Development 11

12 D1 Produce an effective. Continue to monitor participation in HR Higher return rate on Appraisals performance review tool Appraisal Process. Web-based appraisal form Use feedback received through staff focus groups to develop a web based form for the appraisal process by March Staff Forum/HR available on the BAS intranet. D2 D3 Ensure that merit promotion assessment criteria consider additional activities undertaken, especially for women Develop clear career pathways for staff including women Share feedback from staff with NERC by Summer 2016 Work with Director of Science and Science Leaders to develop guidance for staff on different career paths available to them at BAS by Jan 2017 Director of BAS/Head of HR Director of BAS/Head of HR A review of current assessment criteria shows that they include reference to additional activities Guidance document available to line managers and staff, and suggestion on how to use it, e.g. during annual Appraisal meeting. Women report better career advice 12

13 D4 Provide formal opportunities for female PhD students to discuss their work with a range of scientists in their discipline. This is already in place but it happens on ad-hoc basis rather than as a planned event Arrange for students to present their work at programme meetings quarterly by October 2015 Science Leaders/Student office Regular slots in programme meetings for PhDs students to present their work, discuss a paper or practise a conference talk, with a particular focus on female PHDs D5 Investigate opportunities for and encourage participation of PGRs, especially from females, to join relevant senior management teams and forums. There is already female PhD representation on WiS ( cochair of group) and Staff Forum Continue to encourage PhD students to attend staff groups/committees (e.g. Staff Forum and WiS ) to develop an awareness of staff issues and improve gender balance by October 2015 Student office Staff Forum WiS At least one PGR member recruited to each of the following BAS groups: Science Strategy Team, Lab Forum, Staff Forum and WiS group. Organisation and culture E1 Monitor statistics of staff on FTA and OEA with a focus on gender balance Monitoring process already in place Continue to gather data and monitor the gender balance Recruitment Team Statistical data used for reporting for future analysis 13

14 E2 Identify the numbers of staff that sit on external A list already exists but it is not up-to-date Review current membership - by Dec 2016 HR Up-to-date list of staff in attendance produced and internal committees, Assess the impact of additional Guidance document developed especially females responsibilities on workload and work-life balance, especially for women, and produce guidance by Dec 2016 Science Leader, Health and Safety and Welfare Officers Reduction in stress related absence and fewer staff reporting concerns about work-life balance in Staff Survey E3 Monitor work allocation for part-timers and staff with caring responsibilities and agree appropriate actions to provide support. Work allocation is monitored through completion of job plans Flexibility is offered as and when possible to accommodate personal circumstances Ensure that work load, including additional responsibilities, outreach work and attendance to committees, are discussed and agree during appraisal meeting by April 2016 Flexibility and support to be offered as appropriate and necessary - ongoing HR Business Partner and line managers Reduction in stress-related absence and fewer staff reporting concerns about work-life balance in staff survey More positive feedback on worklife balance from staff in Staff Survey E4 Conduct a review of the timing of seminars and talks to ensure that certain groups of staff, in particular women with caring responsibilities, are not excluded from attending. Monitor attendance of events and survey staff about times suitability and change current times to allow more staff to attend by October 2016 SAT and Staff Forum Report on staff attending seminar and talks and changes implemented 14

15 E5 Organise a series of talks to target specifically secondary school age girls. Outreach activities and school talks to target primary school age girls Arrange interactive sessions in secondary school to increase awareness of STEM opportunities at BAS among female students annually starting in Spring 2017 Communication Team Series of talks provided to schools E6 Monitor and report on levels of outreach activity for males and females. Encourage more female participation in press releases. Report in place to monitor take up Modify the current report to include gender split by function and scientific area by January 2016 Increase references to women scientists in press releases Communication Team Report on take-up of outreach activities by gender and functions Increased reference to women in press releases Flexibility and managing career breaks F1 Develop a a more effective process to manage career breaks, especially for women in science Report in place to monitor take up Modify the current process to include pre-break discussions, training for line managers and return to work interviews by March Line managers and Human Resources Regular discussions in place with managers whose staff are about to go on a career break to provide guidance and support All staff returning from a career break to receive return to work interviews to ensure smoother transition 15

16 F2 Periodically remind staff about BAS family friendly policies and flexible working options Articles in the newsletters and postings on the news intranet page every 6 months starting in January 2016 Explore new ideas/suggestions from staff about additional support needed e.g. a parents group, as and when brought to the attention of HR HR Team Articles in the Ice Sheet and intranet postings s about flexible working policies New ideas developed if feasible F3 Continue to monitor data on maternity leave return rate, paternity and parental leave Report already in place Review current reporting system to ensure it is still fit for purpose Dec 2015 Human Resources Data available for annual report Maternity Leave return rate remains high F4 Identify more effective ways to record data on informal flexible working arrangements to ensure ongoing support to staff, especially women Report already in place for formal arrangements To investigate a way to record informal arrangements - by October 2016 Human Resources Regular exchanges with line managers to identify informal flexible working arrangements and ensure support is in place for staff, especially women 16

17 F5 Ensure that when the new BAS website is fully operational all external visitors and potential applicants have access to BAS Family friendly policies including flexible working procedures, equality reports and E&D initiatives. Access is currently only available to existing staff. Paper copies of flexible working and E&D policies are sent to applicants. Set up easy external access to policies and reports by October 2016 Communication Team Easy access to policies and report for applicants and external visitors. 17

Athena SWAN Bronze university award application The action plan confirms the activities that the University will undertake to address the issues identified in the Bronze Award selfassessment in support

HR Excellence in Research Award: Four year review for Cardiff University Cardiff University Concordat Review Group (September 2014) 1 Internal evaluation This internal evaluation was conducted by a University

24 February 2015 Council 5 To consider Human Resources Report 2014 and People Strategy Issue 1 The annual report on Human Resources issues and a proposed People Strategy. Recommendations 2 Council is asked

Written evidence submitted by Cardiff University with contributions from the Cardiff Women in Science Network (WSC019) 1 EXECUTIVE SUMMARY The reasons why numbers of women in STEM academic careers decline

Concordat to Support the Career Development of Researchers HR Excellence in Research 2 Year Review Updated Implementation Action Plan: January 2014 1 Concordat to Support the Career Development of Researchers

Plymouth University European Commission HR Excellence in Research: Action Plan 25 th September 2015 Plymouth University achieved the European Commission HR Excellence in Research Award on 5 th September

Council, 25 March 2015 Human Resources Department Work Plan 2015-2016 Executive summary and recommendations Introduction The Human Resources Department Work Plan for the period 1 April 2015 to 31 March

Writing an Application for an Athena SWAN Award Peter Clarkson School of Mathematics, Statistics and Actuarial Science University of Kent My Background Chair of the SMSAS Athena SWAN committee Member of

Introduction University of the West of Scotland Athena SWAN Action Plan (2015-2018) The action plan sets out the activities UWS will undertake to address the issues identified in the Bronze award self-assessment

Experience of an Athena SWAN panellist Peter Clarkson School of Mathematics, Statistics and Actuarial Science University of Kent, Canterbury, CT2 7NF P.A.Clarkson@kent.ac.uk London Mathematical Society

ATHENA PROJECT Case Study No 9 UNIVERSITY OF OXFORD SWAN BRONZE AWARD MARCH 2006 The University of Oxford, a founder member of the Athena SWAN Charter, was awarded Bronze SWAN recognition in March 2006.

RCUK Action Plan for Equality, Diversity and Inclusion Our ambition is for RCUK to be recognised as a leader in equality and diversity in the research community, working with partners throughout the sector.

(SA) Women in Local Government Strategy Introduction and Context Like many other sectors of the workforce, women are under-represented in Local Government, both as Council Members and Senior Staff. Following

Graduate School of Biological Sciences Quality Assurance Model for Postgraduate Research Programmes November 2012 1. ACADEMIC MANAGEMENT STRUCTURE The Graduate School is responsible for ensuring that quality

Department of Energy and Climate Change Equality, Diversity and Inclusion Strategy: Delivery Action Plan and Impact Indicators June 2012 June 2015 If you require further information on this document or

Cambridge Judge Business School Further particulars JOB TITLE: REPORTS TO: BUSINESS DEVELOPMENT & PROGRAMME MANAGER FOR THE MASTERS OF STUDIES IN SOCIAL INNOVATION HEAD OF EDUCATIONAL & TEACHING SUPPORT

Athena SWAN Bronze department award application Name of university: University of Nottingham Department: School of Computer Science Date of application: April 2013 Date of university Bronze and/or Silver

Investors in People 2013 - Communications Plan Introduction What is IiP? Investors in People specialises in transforming business performance through our employees. It is designed to help the Council achieve

BANGOR UNIVERSITY CONCORDAT ACTION PLAN 2016-2020 AND 4 YEAR REVIEW This document contains: The objectives included in the University s Strategic Plan (2015-2020) to support researchers and address the

HE STEM Staff Culture Survey Guidance 1 1. Introduction The steps that lead to gender equality within organisations are also those that promote good employment practice and an inclusive environment for

CONCORDAT IMPLEMENTATION UNIVERSITY OF ABERDEEN HR EXCELLENCE IN RESEARCH AWARD TWO YEAR INTERNAL REVIEW PROGRESS REPORT. The University of Aberdeen received the HR Excellence Award for Excellence in December

2014 Gender and Race Benchmark Trends: Recruitment Opportunity Now and Race for Opportunity Key Findings Unconscious bias continues to play a role during all the stages of recruitment of BAME candidates,

Talent Management Framework A simple definition of Talent Management is: The systematic attraction, identification, development, engagement/retention and deployment of those individuals who are of particular

Gender Equality: Student Culture Survey Guidance for Departments 1 1. Introduction The steps that lead to gender equality and wider diversity within organisations are also those that promote good practice

An example of best practice HR strategy Summary The Big Lottery Fund wanted to implement a new organisational structure with the aims of developing management capability and streamlining the business structure

Staff Survey Action Plan (as at 20 May ) These are actions to address areas where the Trust scored in the worst 20% of MHTs or service lines or staff groups scored in the worst 20% of MHT scores. Competent

EAST SURREY COLLEGE EQUALITY SCHEME EQUALITY OUR COMMITMENT East Surrey College is committed to ensuring the fair treatment of all its staff, established and sessional, support and care workers, volunteers,

SCRUTINY REVIEW OF SCHOOL LEADERSHIP SUCCESSION PLANNING ACTION PLAN RECOMMENDATIONS ACTIONS BY WHOM MILESTONES OUTCOME MEASURES 1. That Cabinet develop a council policy on succession planning which includes

Equality & Diversity Strategy Last updated March 2014 1 Statement of commitment Ombudsman Services is committed to equality of opportunity and respect for diversity. As an equal opportunities employer,

Stratford on Avon District Council The Human Resources Strategy Page 1 1 Purpose of The Human Resources (HR) Strategy The purpose of this document is to review the role and effectiveness of human resource

Royal College of Music Human Resources Enhancement Strategy 2011 17 Wider strategic context The People section of the RCM Strategic Plan 2007 17, sets out broad strategic goals for the College to develop

Human Resources Directorate Staff Development Policy STAFF DEVELOPMENT POLICY Introduction 1. This Staff Development Policy should be considered in the context of the University s overall objectives for

1. Executive Summary This paper sets out the achievements of the Funding Awareness Team for the period January June 2015. Funding Awareness: Bi-Annual Report and Development Planning January - June 2015

Helping young people into work It is well established that well planned work experience volunteering to do work with the aim of gaining skills to prove/improve employability - significantly increases the

DIVERSITY & INCLUSION STRATEGY 2016/17 2 Government Communications Plan 2016/17 Diversity and Inclusion Strategy 3 Foreword Diversity and inclusion have long been a consideration for many communications

ONS Equality and Diversity Strategy 2012 2016 Who we are ONS is a statistical organisation that collects, compiles, analyses and disseminates a range of economic, social and demographic statistics relating

Equality, Diversity and Inclusion Policy Version #: Date: Summary of Changes Version 5 Version 4 Version 3 Version 2 September 2010 Slight amendments in light of Equality Act Version 1 September 2009 (changed

Case study: developing an internal communications and engagement strategy Writing an internal communications and engagement strategy that works isn t easy, but essential if you re going to focus on achieving

ABOUT LOUGHBOROUGH UNIVERSITY PLANNING OFFICE (VICE-CHANCELLOR S OFFICE) PLANNING OFFICER FIXED TERM FOR 2 YEARS JOB REF: REQ57 FEBRUARY 205 As part of the University s ongoing commitment to redeployment,

The HR Excellence in Research Award in the UK and Europe: main challenges Dr Janet Metcalfe, Vitae World-class professional development for researchers Informing policy development Working directly with

Organisational Development Strategy 20 August 2013 Version 6.0 1 River Clyde Homes Vision Our vision is to provide quality, affordable homes, in neighbourhoods we can be proud of and to deliver excellent

04 THE WAY FORWARD GUIDE TO INNOVATIVE ATTRACTION AND RECRUITMENT STRATEGIES Once an organisation understands and communicates its Employee Value Proposition and Employer Brand, the next step is to ensure

WORKFORCE ENGAGEMENT Toyota Australia is undergoing a whole of business transformation in order to create a sustainable future. The company is working with employees to ensure they understand the vital

Careers in Research Online Survey (CROS) 2011 Newcastle University CROS 2011 Summary Report Introduction CROS has been important in capturing the anonymous views and experiences of Newcastle research staff

09/26 NHS BLOOD AND TRANSPLANT MARCH 2009 RESPONDING EFFECTIVELY TO BLOOD DONOR FEEDBACK EXECUTIVE SUMMARY From April 2009 an NHS wide common approach to complaint handling comes in to effect. This provides

CAREERS IN RESEARCH ONLINE SURVEY (CROS) 2013 Analysis of University of Results With comparison to the results and University of CROS 2009 and 2011 the place of useful learning The University of is a charitable

The House of Commons Science and Technology Select Committee Inquiry into Women in STEM careers 1. Summary Evidence from the Russell Group of Universities 1.1 The Russell Group represents 24 leading UK

Cambridge Judge Business School Further particulars JOB TITLE: REPORTS TO: SENIOR MBA PROGRAMME COORDINATOR MBA PROGRAMME HEAD Background Established in 1990, Cambridge Judge Business School is a relatively

PEOPLE STRATEGY 2012 2017 INTRODUCTION The People Strategy sets out Birkbeck s plans to ensure the recruitment, development and retention of the best quality staff in all staff groups, in order to fulfil

UCL Template Athena SWAN Survey Once you have completed your statistical data analysis, it is important to further explore issues raised through your SAT discussions and analysis. Running a survey is one

Equality Objectives and Equality, Diversity and Human Rights Action Plan 2012-13 This document is available in large print and other formats and languages on request 1 Introduction The following Plan has

customer-service equality standard introduction As a public-service provider, a statutory body and an employer, the Financial Ombudsman Service is fully committed to the fair and equal treatment of everyone